Most of the developers and managers won't know what change needs to happen. If they did, they would have done it, and you wouldn't have been hired. They can giv

Most of the developers and managers won't know what change needs to happen. If they did, they would have done it, and you wouldn't have been hired. They can give you insight into the lay of the land, but you'll get nowhere by considering everyone's prescription; the majority of them will be wrong and a minority will be right but you'll have little way to tell which is which. Whether or not metrics will capture it, the efficiency of the organization can best be increased by centralizing the teams around one common toolkit to cover most use cases. You'll have to be judicious in deciding which cases can be exempted. No matter what you provide for these teams, they will tend to stick to what they know unless they are forced to switch. Some can probably be persuaded, but your success will likely depend on having the backing to force them to switch one by one. The first ones will be the most difficult and then you can gain momentum. Use your metrics cynically to this end. This all probably sounds rather dark, but leadership is tasked with leading, and inefficiency and disorder will rule the day until someone steps in and leads.